Why Fix-Sell-Close Decisions Should Be Evaluated Concurrently And Not Sequentially

CEOs and their executive teams appear to be misaligned in their assessment of the severity of the market conditions they face, with CEOs consistently reporting higher levels of market pressure than their C-suite colleagues, according to AlixPartners’ Disruption Index

1. Introduction

CEOs and their executive teams appear to be misaligned in their assessment of the severity of the market conditions they face, with CEOs consistently reporting higher levels of market pressure than their C-suite colleagues, according to AlixPartners’ Disruption Index¹.

This perception gap creates a governance problem, thereby raising the stakes for leadership teams regarding their approach to their non-core assets, as market pressure has become structural. When those setting the strategy and the teams around them executing it view their environment differently, portfolio decisions could stall or happen for the wrong reasons.